The client is an energy and services company primarily engaged in the transportation, distribution and sale of natural gas to over 690,000 residential, commercial and industrial customers in the Southeast. Ciber was engaged by the client to develop an IT Strategy and actionable roadmap through conducting an assessment of the company’s business systems, related support systems, processes and infrastructure.
The client faced a changing business and legislative landscape with SmartGrid, alternative energy variables and Cap and Trade to name a few. In addition, the client is evaluating and experimenting with non-regulated revenue offerings. Given the dynamic changes in their internal and external environments, the client wanted to ensure that their information technology environment would support their desire to be responsive, nimble and operationally secure.
In response to the need to effectively assess the alignment between the business and the IT organization and provide a vehicle for “actionable” remediation, the Ciber team designed and deployed a structured Organizational Change Management (OCM) methodology to:
- Identify core “root cause” process and behavioral dynamics that result in business/IT disconnects and misalignment
- Apply contemporary analysis tools and service quality fundamentals as goals and operating constructs
- Provide a framework through which the IT organization can move forward with corrective action
The Ciber team observed unexpected, proactive “real-time” adoption of the OCM methodology and its resulting findings during the engagement itself. This directly lead to a positive impact on IT morale during the IT Roadmap exercise. Given the clarity of the methodology and how it could help IT align effectively with the business, the IT organization readily embraced the approach and actively participated on its orchestration and deliverable development.